Transmittal - 2/28/2023
DEPARTMENT OF FINANCE
POLICY AND BUDGET DIVISION
451 SOUTH STATE STREET, ROOM 238
PO BOX 145467, SALT LAKE CITY, UTAH 84114-5455 TEL 801-535-6394
ERIN MENDENHALL
Mayor
MARY BETH THOMPSON
Chief Financial Officer
CITY COUNCIL TRANSMITTAL
___________________________________ Date Received: ________________
Lisa Shaffer, Chief Administrative Officer Date sent to Council: ___________
______________________________________________________________________________
TO: Salt Lake City Council DATE: February 28, 2023
Darin Mano, Chair
FROM: Mary Beth Thompson, Chief Financial Officer
SUBJECT: FY 2023 Open Legislative Intents February Responses - Revised
SPONSOR: NA
STAFF CONTACT: Randy Hillier, (801) 535-6606 or
Mary Beth Thompson (801) 535-6403
DOCUMENT TYPE: Legislative Intents
RECOMMENDATION: The Administration is forwarding to the City Council responses to the
City Council’s FY 2023 adopted legislative intents and further responses from prior fiscal year’s
open legislative intents. The Administration’s final responses to the above-mentioned legislative
intents will be contained in the FY 2023-24 Mayor’s Recommended Budget Book.
BUDGET IMPACT: None
PUBLIC PROCESS: Public Hearing
Alejandro Sanchez (Feb 28, 2023 15:03 MST)
Lisa Shaffer (Feb 28, 2023 15:15 MST)02/28/2023
02/28/2023
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
1
Attorney’s Office
FY 2023 - Boarded Building Fee – It is the intent of the Council to ask the Administration for a timeframe when the
Council can consider an updated boarded-building fee, or request that the Attorney’s Office provide a draft directly to the
Council Office.
FY 2023 Administration Response - A transmittal will soon be submitted by the department with the
requested fee and details regarding the program associated with the fee.
FY 2022 - Update Boarded-Building Fee - It is the intent of the Council that the Administration propose a boarded
building fee that includes the full City costs of monitoring and responding by Police, Fire and other City departments at
these properties.
FY 2023 Administration Response – See the response to the FY 2023 – Boarded Building Fee intent above.
Prior Year’s Response - The cost analysis related to this Legislative Intent has been finalized. The program
is being developed.
FY 2023 - Open and Public Meetings Act (OPMA) – It is the intent of the Council to ask the Administration to
ensure that any City loan or grant processes comply with the Open and Public Meetings Act (OPMA). The Council could
request that the City Attorney’s Office develop an ordinance more specifically codifying this understanding.
FY 2023 Administration Response – Response forthcoming.
FY 2023 - Ordinance Governing Donations to the City - It is the intent of the Council that a new, more streamlined
donation ordinance be developed by the City Attorney’s Office for consideration by the Council in Fall, 2022. The Council
further requests that while this ordinance is being prepared, the Administration create a tracking sheet for any donations,
and work across City departments on a consistent process to support continued transparency and documentation of donor
intents. It is the Council’s intent to rescind the current ordinance at the earliest opportunity, in order to avoid stifling
opportunities for potential public/private partnerships.
FY 2023 Administration Response – This ordinance was completed and went through the codifying
process in the fall of 2022. A final version has not reached the codifiers website yet but should be placed on the
site soon.
FY2021 - Decriminalization Review of City Code - It is the intent of the Council that an in-depth review be
conducted of the City Code to consider items that could be de-criminalized. Council staff could work with Council
Members and the City Attorney’s Office to draft a scope and come back with a report on the timeline.
FY 2023 Administration Response – Further response forthcoming.
Prior Year’s Response - The initial review of City code, which included a law student clerk and the
Prosecutor’s Office, revealed that more attention and expertise will be needed to complete this review, including
involvement of the Prosecutor’s Office. The project will be continued in the coming fiscal year.
Communities and Neighborhoods (CAN)
FY 2023 - Free Fare in Winter Months – It is the intent of the Council to ask the Administration to build on the
success of Free Fare February in 2022, seeking partners to provide funding again next winter and extending it for three
months. The Council would fund the City portion of the cost through a future budget amendment.
FY 2023 Administration Response - The City is mostly in an advocacy role. The Mayor’s office has been
continuing conversations with UTA, regional, and State leaders.
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
2
FY 2023 - Expediting Traffic Calming Projects – It is the intent of the Council to ask the Administration to eval uate
the workflow among CAN and Public Services Divisions that delivers previously -funded traffic calming projects, identify
any bottlenecks in the system, and return to the Council with suggestions for ways to address them.
FY 2023 Administration Response - The Transportation Division is just beginning the process of working
with the Engineering Division to implement the Livable Streets Program. Within the zone-based side of the
Livable Streets Program, project complexity will determine the Engineering Div ision’s involvement in design
and construction. Simple projects that only involve off -the-shelf designs, will be managed by Transportation
Division staff utilizing on-call city contractors. More complex projects will utilize Engineering Division staff to
design and advertise projects for bidding and construction. Projects falling into the quick -build side of the
Livable Streets program will utilize off-the-shelf designs with on-call city contractors to speedily install traffic
calming devices/elements. The intent is that Engineering will not need to be involved in the quick-build
program. Transportation and Engineering will work together to develop a metric by which a project is
identified as off-the-shelf/quick-build vs. complex. Data and experience from the first calendar year of the
program’s operation will help Transportation and Engineering identify any bottlenecks in the system.
FY 2023 - Youth and Family Program Streamlining – It is the intent of the Council to ask the Administration to
evaluate whether to consolidate all City youth and family programs into the Youth & Family Division. The purpose would
be to increase efficiency and propose options for future budget discussions. Additionally, the Council would like the
Administration to evaluate the City’s role in youth and family programming in relation to other community organizations
to identify efficiencies and reduce duplication, factoring in overall community demand for those services.
FY 2023 Administration Response - Evaluate whether to consolidate all City youth and family programs
into the Youth & Family Division, purpose is to increase efficiency and purpose options for future budget
discussions)
Some factors to consider:
YouthCity provides seamless out of school time programs for youth ages 6-18. Several factors distinguish YC
programs from other City, nonprofit and school-based programs and services.
YouthCity is offered at a reduced cost to all City residents. This is possible based on our braided funding
stream of general fund dollars, grants, foundation dollars, and parent fees while building upon existing City
infrastructure in parks and the Sorenson Campus.
YouthCity is designed to support and augment school day learning using evidence -based curriculums. All
programs undergo a rigorous assessment 4 times per year.
There are three additional youth programs offered by the Salt Lake City Police Department and a
vocational program offered by the Salt Lake Fire Department. Each of the programs exist under the
direction of staff who are experts in their field.
What is the City’s role in Youth and Family programs in relation to other community providers.
Since inception, YouthCity has actively partnered with other service groups and out of school time
providers. In 2005, YouthCity, Salt Lake City School District, and the Utah State Department of Workforce
Services jointly submitted and was awarded a Mott Foundation grant to establish the Utah Afterschool
Network. UAN sets the standard for quality, staff training requirements and networking for providers
locally, regionally, and statewide. All programs receiving federal and state funding participate in a quality
out of school time evaluation. Youth and Family staff have maintained an active leadership role in UAN . The
most recent data indicates that there are 3 out of school time slots for every 5 youth needing support and or
care.
FY 2022 - Trips-to-Transit Expansion Evaluation - It is the intent of the Council that the Administration provide
their strategy for evaluating whether to expand the Trips-to-Transit program, which will begin to serve Westside
neighborhoods in late 2021, to other areas of the City.
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
3
FY 2023 Administration Response - This program has far exceeded expectations for usage in its first year.
While we are pleased with the overwhelming success of the program, there has been some degradation in
service as a result of its popularity. We recommend allowing another 1-3 years to figure out the proper
funding/service levels for the current service area so that we have a better idea of what it would take to expand
to other areas.
Prior Year’s Response - The Transportation Division uses ridership levels and cost -per-rider data as guides
to potential expansion. Data from Phase 1 (service to Westside communities) will be available in the next year
or two and will allow the Transportation Division to forecast the potential for expansion in these
neighborhoods.
FY 2021 - Transfer Housing Trust Fund Development Loans and Payments to RDA - The Council intends to
transfer the Housing Trust Fund’s housing development -loan-related balances and payments to be overseen by the RDA.
During FY 2020, HAND and the RDA developed a detailed “housing framework” for consideration by the RDA Board and
the Council. These bodies may wish to schedule time once the FY21 budget is complete to finalize this work, which may
include changes to City ordinances and/or board policies.
FY 2023 Administration Response - On May 3, 2022 in BA7, Council approved the transfer of the Housing
Trust Fund’s balance sheets and loans to the RDA. The physical and electronic loan files have been transferred
to the RDA, and Housing Stability staff continue to work with the RDA and the Attorney’s Office to ensure a
smooth transition of the HTF loans, and prepare code modifications for the HTF Advisory Board, Code 2.80.
Prior Year’s Response - The Housing Stability Division continues to administer these loans and assist the
HTF Advisory Board. This year, the Finance Department will prepare a budget amendment to transfer the
balance sheet of the loans, and coordinate with RDA for a corresponding budget amendment to accept the
balance sheet. Once the loans are transferred, the Attorney’s Office will prepare and review with the Council
the needed code modifications related to restructuring the HTF Advisory Board.
Finance Department
FY 2023 - Tenant Ombudsman – It is the intent of the Council to ask the Administration to explore adding a tenant
ombudsman in the Landlord/Tenant Program (also known as the Good Landlord Program) to serve the growing number
of renters among City residents. The Council requests that the Administration return with a potential scope of work for
one or more FTEs, keeping in mind services already provided by outside agencies to avoid duplication, and building on
work done by the City’s consumer financial protection analyst.
FY 2023 Administration Response - To serve the growing number of renters among City residents, the
Landlord/Tenant Program utilizes various agencies to identify violations of tenant protections. Such services
include disputes with their landlord over various issues including not returning the deposit, lease agreement
issues, eviction process, terminating the lease, etc. Tenants are referred to Utah Legal Services and other
various agencies.
Other services and resources we currently refer City residents are:
• Utah Legal Service – Income restricted
• Disability Law Center
• Housing Coalition
• Pro-Bono Initiative
• HUD Assistance - Offers Renter’s Kit & Fair Housing Information
• Utah Anti-Discrimination and Labor Division
• Utah Bar Association
• Utah State Courts -Renter’s Rights
• The Good Landlord, Tom Wood
• Landlord-Tenant Mediation program through Utah Community Action
• Tenant Legal Representation program through Utah Legal Services
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
4
With the Landlord/Tenant program referrals above and the proposed scope of work for the Tenant
Ombudsman (Consumer Protection Analyst FTE) under the Housing Stability Divisio n the Administration
believes that the services provided are wraparound services for the tenants of Salt Lake City. The Consumer
Protection Analyst would work closely with community partners and the City’s Landlord/Tenant team to
identify violations of tenant protections and coordinate existing tenant education, mediation services, legal
services, and eviction prevention resources. The Consumer Protection Analyst will develop methods and find
venues to conduct community education and outreach to raise publi c awareness of the programs while
identifying policy gaps in tenant protections.
While this is the direction in which we feel the ombudsman position should potentially follow, we seek the
advice of the Council on any additional work that they would like either the Landlord/Tenant or the Consumer
Protection Analyst to undertake.
FY 2023 - Covenants Education in the Landlord/Tenant Program – It is the intent of the Council that the
Administration include training for property owners on Covenants, Conditions and Restrictions (CCRs) in the City’s
Landlord/Tenant Program. This training should clarify the differences between enforceable CCRs and unconstitutional
CCRs, including those which would discriminate against a federally recognized protected class. The Cou ncil also requests
that implicit bias training be added to the program’s education materials.
FY 2023 Administration Response - The City’s Landlord/Tenant program currently collaborates with The
Good Landlord, which is owned and operated by Tom Wood. Tom has over 30 years of experience in the
apartment industry. He has worked as a Regional Manager, Vice President, President, and Owner of
apartment portfolios of up to 5,000 apartments in seven Western States. Tom served as president of the Utah
Apartment Association in 2010. The Good Landlord and the Utah Apartment Association are two separate
entities that provide training for landlords in Salt Lake City.
Tom Wood has confirmed that his training program does include the Covenants, Conditions, and Restrictio ns
(CCRs) in the City’s Landlord/Tenant Program. Tom’s current training also includes implicit biases such as
race, age, and gender. If the Council desires, we can have Tom Wood provide a short demonstration of his
training.
FY 2023 - Consolidated Fee Schedule Holistic Review – It is the intent of the Council to complete a holistic
evaluation of the City’s Consolidated Fee Schedule in conjunction with the Finance Department. This evaluation would
include equity considerations and evaluate whether to increase, reduce, or in some cases eliminate, City fees.
FY 2023 Administration Response - Finance is ready and available to take any council recommendations
for an evaluation of the CFS. Desired changes can potentially be submitted with the FY24 Budget.
FY 2023 - Grants and Ongoing Programs – It is the intent of the Council to ask the Administration to evaluate the
extent to which new City programs have been created through grants whose costs have continued beyond the life of the
grant. The Council will use this information to inform a policy or system for evaluating when and whether it is appropriate
for the City to create new programs with grants.
FY 2023 Administration Response - The Finance Department is working on a 5-year historical trend for
Grants move into programs. Further detail regarding the approach the Finance Department will take, and the
information gathered will be forthcoming.
FY 2022 - Expanded Funding Our Future Definition - It is the intent of the Council that the definition of “public
safety” for allocation of Funding Our Future revenue include not only the Police Department, Fire Department, and 911
Dispatch, but also any social workers and non-emergency traffic enforcement programs which are designed to expand the
City’s public safety alternative response model. (Note: The current definition included Fire and 911 Dispatch since
FY2020.)
FY 2023 Administration Response – Further response forthcoming.
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
5
Prior Year’s Response - The “public safety” allocations have been expanded to include social workers, park
rangers, and MRT (Medical Response Team) crews.
Fire Department
FY 2023 - Fire Department Costs – It is the intent of the Council to ask the Administration to evaluate:
a. options for recouping costs for calls at the University of Utah.
i. FY 2023 Administration Response - Salt Lake City Fire Department responds to Fire and Medical
calls on the University of Utah campus. As the university is tax-exempt, they are currently not paying
for our services. They are owned by the State of Utah which would require action by the Utah State
Legislature to allow a method of cost recuperation. The department maintains a strong working
relationship with the university regarding fire/medical response, as well as fire prevention.
b. the City’s hazardous materials ordinance, and implementation of that ordinance, to assure that the City is
reimbursed from private insurance payments to those responsible for an incident.
i. FY 2023 Administration Response - SLCFD follows the current city ordinance which allows for
cost recovery of negligent or otherwise purposeful acts requiring hazardous material response. The
individual or entity responsible is invoiced the actual cost of responding to the incident . The last several
years, the department has had a high success rate in collecting payment. Those payments are presented
to council via budget amendment for informational purposes and it allows our department to replenish
our specialty operations budget.
c. continue evaluating options for electrified Fire vehicles.
i. FY 2023 Administration Response - Electrified fire vehicles are currently being evaluated by Fire
and Fleet as potential options for future use. There are few electric fire truck/engine options on the
market and it’s important we select the suitable one for our response model. Fire and Fleet have
collaborated with early electric fire vehicle adopters and are evaluating all available options. In
addition to the vehicle itself, careful considera tion of the current infrastructure is required to ensure
seamless and continual operations. It is anticipated that the electric fire vehicle will be successful in Salt
Lake City. Fire is committed to our environment and it’s a matter of when, not if, we acquire electrified
heavy apparatus.
Mayor’s Office
FY 2023 - Evaluating Efficiencies across Diversified Response Teams – It is the intent of the Council to
periodically evaluate the diversified response teams across the City to determine whether there are opportunities to
eliminate redundancies and/or gain new efficiencies.
FY 2023 Administration Response – Response forthcoming
a. The following programs would be included as part of the “diversified response model”:
i. Fire Department – Community Health Access Team (CHAT), Medical Response Team (MRT)
ii. Police Department – Social Worker Co-Responders, Civilian Response Team
iii. CAN (in partnership with other entities in some cases) – Downtown Ambassadors (including expanded
areas), Homeless Engagement and Response Team (HEART), Code Enforcement
iv. Public Lands – Park Rangers Program
v. Public Services – Community Cleaning Program (CCP), Rapid Intervention Team
vi. 911 Department – partnership with Mobile Crisis Outreach Team (MCOT)
b. The Council would like the Administration to provide information in six months and in one year so that the
Council can evaluate these programs:
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
6
i. Clarify roles of each team and how a call for service is routed from one team to another.
ii. Track as much data as possible to determine which indicators are most important for future reviews.
These would include data such as: number of calls for service; number of diversions from a police -only
response; response times for teams; changes in police response times; volume of calls by time of day and
day of the week; referrals to other agencies; and other outputs and outcomes.
iii. Find ways to provide this data with the Council and the public in a coordinated way.
iv. Inform the public and other levels of government as these programs are rolled out.
FY 2023 - Importance of Plan Adoption – It is the intent of the Council that City departments and divisions rely only
on plans that have been duly adopted by the legislative body as the basis or building blocks for additional City policy or
budget guidance.
FY 2023 Administration Response – Response forthcoming.
Police Department
FY 2021 - Police Department Role - It is the intent of the Council to re-evaluate the role the City asks the Police
Department to play, and the budget to fulfill that role, and ask the Administration to evaluate moving certain programs
out of the Police Department, like park rangers and social workers, and potentially add a function to the Human
Resources Department to enhance the independence of the Internal Affairs unit.
FY 2023 Administration Response:
Social Workers - This years’ response- Hiring processes are ongoing to fill vacant positions. The police
department is looking into hiring part time social workers to help facilitate shift coverage on evenings and
weekends using attrition savings from the vacant positions.
Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now
part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the
independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for
increased objectivity, as well as for continuity and steady leadership since the position is not subject to rotating
assignments.
Police Civilian Response Team - Twelve PCRT ( Police Community Response Team) positions and 1
supervisor were funded for 6 months in the FY 2023 budget process. The Police Department steering comm ittee
has worked to establish the job descriptions, recruitment process, and address the training needs for these
positions. A hiring process was completed in December of 2022 and 10 qualified applicants will fill positions as
of 1/8/2023. An additional hiring process will be completed to hire the remaining 2 positions when the
program is established, and time allows. The training program is anticipated to take 14 weeks to complete. The
PCRT program will go into service when the equipment and training needs have been satisfied.
Prior Year Responses:
Social Workers - As hiring proceeds to fill the additional nine social worker positions authorized in the FY22
budget, covering evening and weekend shifts will become easier.
Internal Affairs Unit - The Department hired a civilian director for the Internal Affairs Unit, which is now
part of the Chief’s Office. The director works closely with the City’s Human Resources Department, the
independent Civilian Review Board, and the public. This director is not a sworn officer, which allows for
continuity and steady leadership since the position is not subject to rotating assignments.
Police Civilian Response Team - The CRT is planned as a response to police-related calls for service that
are categorized as low-hazard and non-emergency. A Police Department steering committee is working
through the logistics of adding this program, like training, job and duty descriptions, policies and procedures.
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
7
FY 2021 - Police Department Zero-based Budget Exercise - It is the intent of the Council to hire an independent
auditor to evaluate each line item in the Police Department budget with the goal of conducting a zero -based budget
exercise, which takes the budget apart and builds it back in a way that aligns with the policy g oals of the Council, Mayor
and public. A report back to the Council would happen in September, or sooner if possible.
FY 2023 Administration Response - The Police Department continues to participate in program-based
budgeting which has facilitated budget reviews for programs beginning at a base level and evaluating current
program needs, not just based on historical budgeting. The process is dynamic and continues to progress while
the migration to the City’s new Enterprise Resource Planning (ERP) is completed.
Prior Year’s Response - As a step toward zero-based budgeting, the Police Department participated in the
Administration’s initial efforts to undertake program -based budgeting during the formulation of the FY23
Mayor’s Recommended Budget. This process cannot get fully underway until the migration to the City’s new
Enterprise Resource Planning (ERP) is complete.
FY 2021 – Police Department Reporting Ordinance - The Council intends to work with the Attorney’s Office to
create an ordinance that establishes reporting requirements for internal information collected by and related to the Police
Department.
FY 2023 Administration Response – Response forthcoming
Prior Year’s Response – Response forthcoming.
Public Lands Department
FY 2023 - Transition to Environmentally Sustainable Weed Control in Public Lands – It is the intent of the
Council to request the Public Lands Department, including the Golf Division, transition to environmentally sustainable
treatments for weeding and pest control in future years, acknowledging that this may require budget adjustments. This is
consistent with an existing Sustainability Department policy.
FY 2023 Administration Response - See Attachment #1
FY 2022 - Public Lands Maintenance - It is the intent of the Council that the Administration provide an estimate of
the funding that would be needed to adequately maintain all of the City's public lands. This estimate should include the
number of FTEs, as well as supplies, equipment, and appropriate signage.
FY 2023 Administration Response – See Attachment #2
Prior Year’s Response - The Public Lands Department is working on an estimate of funding needs, based on
a complex framework that includes full staffing at appropriate wages, replacement of failing infrastructure,
and unfunded responsibilities, including tasks like weed abatement and tree maintenance.
FY 2022 – Golf Fund Update - It is the intent of the Council that the Administration provide information on the
following items in anticipation of a work session briefing to review and discuss options for the Golf Fund. (Note: this item
consolidates Legislative Intents from FY21, FY20, and FY19.)
Golf Food and Beverage Options: A review of the specific open space zoning ordinances, with the goal of
removing barriers to providing additional food and beverage options in golf courses. To the extent that barriers exist
in State law the Council requests an analysis of those, and that changing them be identified as a future legislative
priority.
FY 2023 Administration Response - In August of 2021, the contracted concessionaire for 5 of the 6 Salt
Lake City golf courses ended their agreement with the City after 15 months of operations, citing financial
losses. These losses came despite the Golf Division waiving their fees and all revenue sharing for the entirety of
2020 due to the pandemic disruption.
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
8
The Golf Division continued operations of the cafes at the five courses for the remainder of 2021. However,
the courses were not able to offer beer sales, which make up most of the concessionaire’s profits. The course
cafes lost a significant amount of revenue while trying to still provide café services to golf patrons.
The Golf Division re-published the concessionaire RFP and contracted with a new concessionaire in early
2022 at five courses. The Golf Division cancelled the contract with the new concessionaire as of December 1,
2022 due to failure on the part of the concessionaire to make the contracted monthly payments.
In early November of 2022, the Golf Division requested that the Contracts Division re-publish the previous
concessionaire RFP again so new proposals could be solicited during the winter months while the golf
courses were closed. However, the Contracts Division denied the Golf Division’s request to rush the re-
publishing of the previous proposal. Because of this, it is uncertain when new contracts will be able to be
negotiated at the five remaining golf courses without a concessionaire agreement. Without a
concessionaire contract in place, no alcohol sales can be permitted at the Bonneville, Forest Dale, Glendale,
Nibley Park and Rose Park golf courses. The courses will provide basic bottled beverages, water and pre -
prepared snacks until new concessionaire agreements can be secured.
The RFP for the Golf Division concessionaires is out on Bidsink.
The Golf Division will reduce the revenue sharing and fee structure for potential concessionaires to make
operating a golf course café more profitable. The Division has provided additional investments in terms of
equipment, flooring and paint into the café spaces to improve the appearance of the spaces to help attract
new concessionaires.
The two main obstacles to providing additional food and beverage services are:
1. Lack of interest from potential concessionaires due to lack of revenue potential, difficu lty in hiring and
retaining workers and providing needed upfront capital needed to begin the operations. Additionally, the
cost of providing expanded alcohol offerings is significant above a standard beer permit required to sell
beer at a recreation facility (golf course) and therefore concessionaires stick to selling only beer.
2. The State restriction to the City as an applicant for beer license. City Code 15.08.050 makes it unlawful for
a person to consume beer in a City park, unless it is a park in which the City has expressly granted a
concessionaire operating in the park a license to sell beer. The City’s golf courses are “parks” as defined in
chapter 15.04.
Prior Year’s Response - This part of the Legislative Intent specifies that the Golf Division should review the
specific open space zoning ordinances with the goal of removing barriers to providing additional food and
beverage options in golf courses. The Council also requested an analysis of any barriers that might exist in
State law, and that changing these laws be identified as a future legislative priority. The Division’s response
included the following information:
- In August of 2021, the contracted concessionaire for 5 of the 6 Salt Lake City golf courses ended their
agreement with the City after 15 months of operations, citing financial losses. These losses came despite the
Golf Division waiving their fees and all revenue sharing for the entirety of 2020 due to the pandemic
disruption.
- The Golf Division continued operations of the cafes at the five courses for the remainder of 2021. However, the
courses were not able to offer beer sales, which make up most of the concessionaire’s profits. Th e course cafes
lost a significant amount of revenue while trying to still provide café services to golf patrons.
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
9
- City Code 15.08.050 makes it unlawful for a person to consume beer in a City park, unless it is a park in which
the City has expressly granted a concessionaire operating in the park a license to sell beer. The City’s golf
courses are “parks” as defined in chapter 15.04.
- The Golf Division has re-published the concessionaire RFP and hopes to contract with replacement
concessionaires at the five locations for the 2022 season and beyond. However, absent new concessionaire
contracts, the Golf Division will offer reduced services at the remaining courses.
- The two main obstacles to providing additional food and beverage services are:
1. Lack of interest from potential concessionaires due to lack of revenue potential.
2. The State restriction to the City as an applicant for beer license.
- The Golf Division has proposed reducing the fee structure for potential concessionaires to make operating a
golf course café more profitable. It is also looking into areas of additional investment within the café spaces to
help make the operations more attractive to both concessionaires and customers.
Public Services Department
FY 2015 - Maintenance of Business Districts - It is the intent of the Council to hold a briefing regarding the costs of
enhanced services provided to the Central Business District, in order to consider: a) revising how City services are
provided and paid for, b) services that may be offered to other established or developing Business Districts in the City, and
c) maintenance of amenity upgrades (such as lighting and benches). It is also the intent of the Council that this discussion
happen in time to incorporate any changes into the renewal of the C entral Business District agreement and Sugar House
Business District.
FY 2023 Administration Response - The topic of funding enhanced services in business districts has been
an ongoing discussion for many years. The current funding for Facilities’ CBD and SBD maintenance is
provided by the general fund and covers a variety of maintenance items at a basic level of service. Funding for
the maintenance of Regent Street improvements is still being subsidized by the RDA and has not been absorbed
by the general fund. Additional amenities that have been added over time have increased costs, yet operational
budget has not reflected an increase other than inflationary.
Currently, the Public Services Department does not have any mechanisms in place that allow for funding of
any additional services from sources outside the general fund. We do respond to demand and new requests, as
they are added through increased budget asks, but no additional expansion of programs are in place at this
time.
The Central Business Improvement Assessment Area Management Agreement was renewed this year with
Downtown Alliance and the Department of Economic Development and it does not cover CBD maintenance.
The SBD has no agreements in place or an officially defined area.
Prior Year’s Response - Several years ago, Public Services reported having had productive discussions with
RDA staff about various models to fund maintenance. Discussions focused on Central 9th and Regent Streets
and included considering how parking can support business district maintenance. Nothing further has been
reported since.
Public Utilities Department
FY 2023 - Water Usage by the City – It is the intent of the Council to ask the Administration to evaluate water usage
by the City and make recommendations for water conservation. This includes evaluation of water savings opportunities for
CIP projects.
FY 2023 Administration Response – Any tracking done within the City is done at the Public Lands and
Public Services department level. The responses from these departments are included below:
Outstanding Legislative Intents
Fiscal Year 2015 to Fiscal Year 2023
Listed by Lead Department
10
Public Services - The Facilities Division has implemented several water reduction strategies over the years
when and where possible. The Facilities Division has reduced water consumption over the last several years.
Any new capital projects are always reviewed for best practices in water efficiency and energy usage.
Public Lands –
FY 2023 -Water Usage by the City
It is the intent of the Council to ask the Administration to evaluate water usage by the City and make
recommendations for water conservation. This includes evaluation of water savings opportunities for CIP
projects.
Salt Lake City Parks Division – Water Management
Currently the Parks Division manages water usage based on monthly water bills provided by Public Utilities
for each park district. On some irrigation systems water flow sensors are installed to measure GPM to
determine if there are leaks and to shut off valves if necessary. Currently, the department’s only means to track
water savings is to adjust watering schedules and then review the monthly water billings.
Irrigation systems are a growing asset category that will continue to present signi ficant challenges to Public
Lands in the face of continual drought. Many of our Public Lands irrigation systems were designed decades
ago and provide overhead irrigation water to the City’s Parks. During drought conditions, Public Lands are
required to reduce watering, and this presents a significant threat to our existing urban forest. Without regular
water during the summer months trees within the park system are at risk of suffering and eventual death. The
establishment of root watering systems that waters trees directly while being able to reduce overhead watering
is standard practice for all new project implementation, but old irrigation systems must eventually be modified
or replaced.
In the final update, the Department will provide an update of recent water management systems installed to
conserve and reduce water usage as well as funded and unfunded opportunities for water conservation. A
future asset management plan will provide accurate cost estimates for replacing old irrigation systems withi n
the public lands inventory.
Salt Lake City Golf Division – Water Management
The Golf Division manages water usage in two ways:
1. Daily water usage as applied on the courses utilizing software tied to flow meters as used by different zones
and expressed as gallons used. This data allows the course superintendent to adjust usage based on
weather conditions, turf needs, evapotranspiration data collected via a weather station located at the
course, soil moisture levels and other considerations.
2. Monthly water usage based on billings and usage data from Public Utilities managed flow meters to each
property and expressed as units per 100 cubic feet of water. The Golf Division’s water budget is set based
on the data correlated with the Public Utilities monthly billings, which are typically delayed by 2 to 3
months. The Golf Division also considers water usage on a 5-year average when setting water usage
targets and budgets.
Capital improvements can have a drastic impact on how a golf course looks and plays and how it competes in
the market. The most important asset on a course to bringing in more players is the playing surface, the
fairways, approaches, tees, and the greens. Food, beverage, and retail sales can also boost revenue, but
without healthy and properly conditioned greens, the players won’t be at the course to spend the extra dollars
on conveniences. First and foremost, the turf on every course needs a functioning and efficient irrigation
system that can keep the greens, green. In addition, utilizing sophisticated on-site weather stations, improving
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irrigation uniformity, and using state-of-the-art computerized control systems all can create considerable
savings of water and energy resources as well as improving the overall health and sustainability of the turf.
Public Lands will provide additional information in future updates on past water conservation activities and
future opportunities to improve irrigation systems. A preliminary estimate of systems and funding needs are
outlined in the FY2022 Public Lands Maintenance legislative intent response.
Redevelopment Agency (RDA)
FY 2023 - New Programs and Capital Accounts Review - It is the intent of the RDA Board in future budget years
to consolidate the budgeting and policy development steps for new programs so that funding is allocated once the Board
has had the opportunity to get a full understanding of the proposal and to exercise their policy making discretion. It is
further the intent of the Council to review by December 2022 all RDA accounts that contain balances to determine
whether the appropriations still align with the goals of the Board.
FY 2023 Administration Response - Staff will endeavor to prioritize policy development prior to the
allocation of funds for new programs. The request for providing account balance information requested in this
Legislative Intent is currently being undertaken as part of the preparation for the implementation of the new
ERP system
FY 2023 - Prioritize Equity and Variety of Professional Opportunities - It is the intent of the RDA Board to
continue to collaborate with the Administration and prioritize equity and inclusion in the Board's policy, oversight, and
budget decisions. In doing so, the Board intends to request options from the City Administration and RDA staff that
maximize opportunities for meaningful involvement for a wide array of developers and professionals. Further, it is the
intent of the Board to authorize funding for projects that support walkability and are built at a scale to encourage human
interaction and include architectural interest and variety.
FY 2023 Administration Response – This intent is understood by the Administration and is in line with
the Equitable and Inclusive Development Work Plan, which outlines the RDA’s equitable and inclusive
development goals as well as action items for staff to support these efforts. The goal of the plan is to
acknowledge the racial and social inequities that have historically existed within the redevelopment industries,
ensure that DEI strategies are utilized in RDA-funded projects, and enhance the ability of non-traditional
applicants to apply for Agency programs and offerings. Goals to this effect can be added to the Work Plan and
implemented when possible.
In December 2021, the Board approved the RDA Guiding Framework which includes the Agency’s Mission
Statement and Core Values. Neighborhood Vibrancy is one of these three values and incorporates Walkability
as one of the Livability Benchmarks, with the stated intent to “promote walkable neighborhoods and
connectivity, and support a safe, engaging pedestrian experience.” These benchmarks are utilized within the
prioritization and recommendations for Agency funding and participation within projects.
FY 2022 - Structure of Accounts within RDA and All Other Departments, including Fund Balances and
Previous Capital Projects - It is the intent of the Council/Board to review the full structure of RDA accounts with RDA
and Finance Staff, including fund balances and capital projects funded in previous years. The Board may wish to discuss
with the RDA and Finance staff the best way to get this information on a real-time basis. Staff note: The City’s Enterprise
Resource Planning (ERP) effort will help in tracking/providing this information in a less labor -intensive way, although
the horizon for full implementation could be a year or longer.
Prior Year’s Response - The efforts requested in this Legislative Intent are being undertaken as part of the
preparation for the implementation of the new ERP system.
Sustainability Department
FY 2023 - Sustainability Holding Account – It is the intent of the Council to allocate the following items in the
Sustainability Department to a holding account pending further discussion with the Council. The Council supports these
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items, but policy guidance from the Council is needed, and extends to the overall role that the City’s Sustainability
Department should play in the community.
a. $214,000 for EV Charging Stations,
b. $300,000 for electrified transportation planning, and
c. $125,000 food equity funding request.
FY 2023 Administration Response - The Sustainability Department discussed the holding accounts and
intended use of the funds with the City Council in work sessions held September through November 2022. The
Council has approved releasing the funds for expenditure and the Department is in process of establishing
agreements and launching projects.
Council-Led Intents
FY 2023 - CAN/RDA/DED Role Clarity – It is the intent of the Council to further clarify the roles of Community and
Neighborhoods, the Redevelopment Agency and the Department of Economic Development as they relate to housing and
commercial development and assistance.
FY 2023 - Rotating Outside Auditing of Each City Department – It is the intent of the City Council to re-establish
its practice of conducting management and performance audits of City departments, divisions, and functions on a rotating
basis in the coming years. These audits are in addition to the financial audit that the City Council oversees annually. The
audits are intended to bring consultants in for an independent look at existing City services to identify opportunities for
improved efficiencies. In addition to a focus on identifying potential efficiencies, the Council intends to ask the auditors to
identify or evaluate professional best practices, definit ions of success for each program, metrics associated with key
functions, and any duplication that exists with other City departments and/or other levels of government. The Council
intends for the audits to inform evaluations of how City services are meeting residents’ needs while being fiscally
responsible with the taxpayer dollars.
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Attachment #1
FY 2023 - Transition to Environmentally Sustainable Weed Control in Public Lands
It is the intent of the Council to request the Public Lands Department, including the Golf Division, transition to environmentally
sustainable treatments for weeding and pest control in future years, acknowledging that this may require budget adjustments. This
is consistent with an existing Sustainability Department policy.
SALT LAKE CITY GOLF DIVISION – INTEGRATED PEST MANAGEMENT
The Salt Lake City Golf Division utilizes an approach to maintaining healthy, vigorous and resilient turfgrass commonly refer red
to in the industry as Integrated Pest Management (IPM). IPM is a comprehensive approach to managing turfgrass on our golf
courses, utilizing a combination of control methods, with the end goal of achieving a more sustainable and environmentally
responsible golf course ecosystem utilizing significantly fewer chemicals. IPM for turfgrass is promoted and supported by the
Utah State University Extension.
IPM is based on several key premises:
No single pest control method will be successful over the long term.
Continuous monitoring the condition of turfgrass and the status of pests p resent.
The mere presence of a pest does not justify taking action for control.
Eradication (complete elimination) of pests is not necessary and is generally impossible.
Healthy turfgrass can withstand greater damage or pressure from pests and recovers mor e quickly when problems do
occur.
IPM focuses on the basics of identifying pests, choosing pest-resistant varieties of grasses and other plants, enhancing habitat
for natural pest predators, scouting to determine pest populations and determining acceptable thresholds, and applying
biological and other less toxic alternatives to chemical pesticides whenever possible. Chemical controls should have minimal
effect on beneficial organisms and the environment and minimize the development of pesticide resistance.
There are three general control methods: cultural, biological, and chemical.
Cultural Control
Cultural control entails manipulating the planting, growth, and maintenance of turf or a landscape to make it less attractive to a
pest and reduce pest activity. The goal of cultural control is to keep the desirable turfgrasses healthy so that weeds, diseases,
and other pests have trouble gaining a foothold. Vigorously growing turf masks pest activity that does occur. Healthy turfgra ss
is tolerant turfgrass. That is, healthy turfgrass can withstand some pest problems without losing its quality and attractiveness.
Healthy turfgrass is also more capable of recovering when problems do occur. Proper care of turfgrass can reduce pest
problems. Likewise, turfgrass may become more susceptible to problems when it does not receive basic care. Proper cultural
practices such as mowing, watering, aerating, and fertilizing are essential to maintaining healthy turfgrass.
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Biological Control
The biological approach to control uses living organisms, or their products, to reduce pest populations. The turfgrass
environment contains many naturally occurring insects, mites, nematodes, bacteria, and fungi that naturally reduce turfgrass
pests. These organisms act as predators, parasites, or disease agents of the pests. Our superintendents have two basic options
in terms of biological control:
Enhance or preserve the effects of natural enemies that already exist in the turfgrass.
Introduce commercially produced biological organisms into the turfgrass systems.
Using chemical controls before warranted may kill natural predators. Indiscriminate or preventive pesticide use also may kill
natural predators and allow reinfestation of pests.
More and more commercially produced biological controls are becoming available for managing turfgrass insects. Effective use
of biological controls requires skilled operators. Many conditions must coincide for this approach to work. Additionally,
biological controls are very specific. The biological-control approach can become costly when so many conditional requirements
exist for its effectiveness. When failure occurs, expensive reapplications may be necessary.
Chemical Control
Chemical controls include not only pesticides that kill pests, but also repellents, a ttractants or pheromones, and insect growth
regulators. Our superintendents can use two approaches to control a pest problem with pesticides. The approach depends on
the specific problem:
Preventive applications. Prevent a pest outbreak by making an application before the problem appears.
Reactive or curative applications. “Cure” a pest problem after the problem is noticed.
Often, preventive applications occur before any observable damage. Therefore, it is harder to justify the decision to use thi s
approach when using pure IPM. Turfgrass with a recent history of an insect or disease problem is a reasonable candidate for the
preventative approach. Certain annual weeds and some diseases are best controlled with pesticides.
Where possible, using reactive treatments is the more desirable approach. For example, most insects can be adequately
controlled after they are discovered, but before they cause significant damage. Also, dandelions are controlled when they are
young and actively growing.
We strive to use pesticides sparingly and, when necessary, we select short-residual pesticides and then rotate or alternate
pesticides that target a different mechanism of action. This helps to reduce the development of certain types of resistance a nd
lessens damage to golf course and surrounding ecosystems.
Industry Partnerships
The Golf Division partners with various industry specialists to guide and inform our staff in developing and implementing
environmentally sound golf course best management practices.
Golf Course Superintendents Association of America
The Golf Division provides membership in the Utah Chapter of the Golf Course superintendents Association of America for each
of our golf course superintendent’s and their assistants.
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The Golf Course Superintendent’s Association of America (GCSAA) is the professional association for the men and women who
manage and maintain the game’s most valuable resource — the golf course. Today, GCSAA and its members are recognized by
the golf industry as one of the key contributors in elevating the game and business to its current state.
The Environmental Institute for Golf (EIFG) fosters sustainability by providing funding for research grants, education progra ms,
scholarships and awareness of golf’s environmental efforts. Founded in 1955 as the GCSAA Scholarship & Research Fund for the
Golf Course Superintendents Association of America, the EIFG serves as the association’s philanthropic organization. The EIFG
relies on the support of many individuals and organizations to fund programs to advance stewardship on golf courses in the
areas of research, scholarships, education, and advocacy. The results from these activities, conducted by GCSAA, are used to
position golf courses as properly managed landscapes that contribute to the greater good of their communities.
United States Golf Association
The Golf Division partners with the United States Golf Association’s (USGA) Green Section and utilizes the USGA Green Section ’s
Course Consulting Services.
Through the work of its Green Section, the USGA has emerged as one of the world’s leading agencies devoted to golf course
turfgrass, its playing condition and its management. As a not-for-profit agency that is free from commercial connections, the
USGA Course Consulting Service is uniquely able to provide the impartial guidance for our golf course managers to make
informed decisions.
Since 1920, the USGA has funded more than $40 million on research projects conducted at universities across the country. The
research program facilitates collaboration with allied associations and government agencies to promote golf course
contributions to the environment. The scientific results advance the long-term viability of the game through sustainable
resource management and environmental protection.
Utah State University
The Golf Division has partnered with Utah State University and Salt Lake City Public Utilities on several turf grass studies that are
designed to provide a superior drought –tolerant turf grass for use in out-of-play areas. The goal is to reduce overall water use
as well as reduce the use of pesticides and fertilizers in these areas.
Additionally, four new state-of-the-art weather stations are up and running on Salt Lake City golf courses (Bonneville, Forest
Dale, Glendale and Rose Park). The weather stations are the result of a Golf Division partnership with Salt Lake City Water
Conservation and Utah State University’s Climate Center and Center for Water Efficient Landscaping (CWEL). These stations
provide consistent, quality-controlled, localized weather data providing greater precision in evapotranspiration (ET) estimates
and are useful in water conservation infrastructure, such as smart controllers. This project is being funded by Salt Lake Cit y
Public Utilities and a matching grant awarded to USU/CWEL through the Utah Extension Water Initiative Grants Program
(EWIG). The tools and data developed through this partnership will help to shape a future sensor -based precision irrigation
program for Salt Lake City golf courses.
Pesticide Application
All Golf Division superintendents and assistant superintendents are required to possess and maintain a noncommercial pesticid e
applicators license with the Utah Department of Agriculture. The licensed applicators learn how to handle pesticides correctly to
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protect the applicator, the public and the environment from pesticide misuse. This certification or license covers a lot of a reas
including laws, labeling, formulation and application.
SALT LAKE CITY TRAILS AND NATURAL LANDS DIVISION
Currently, most of Salt Lake City’s Natural Areas are highly disturbed, in that there is an abundance of noxious, invasive an d non-
native species. In order, to provide effective control, herbicide is used in conjunction with cultural, biological and mechanical
practices to control of these weeds and unwanted species. (These terms are explained in the Golf section above.)
Trails and Natural Lands currently operates from the 2012/2016 Invasive Pest Management Plan (IPMP) which includes best
practices for invasive species control in natural areas, as well as current functional practices for low-pesticide/no-pesticide parks,
gardens, farms and orchards.
The Department of Public Lands has contracted with SWCA environmental consulting to update t he IPMP, this work has been
ongoing through the fall of 2022 and will be complete in Spring 2023. The Trails and Natural Lands Division will utilize the new
plan to develop annual management / work plans for vegetation management for all natural land prop erties as recommended in
Reimagine Nature MP Action 1.1 B.
SALT LAKE CITY PARKS DIVISION
The Parks Division of the Public Lands Department has been experimenting and adjusting standard operating procedures in
weed control primarily within turf areas of Salt Lake City Parks. Organic weed controls are being evaluated in certain test sites
to collect data and establish baselines that may be used in future planning, as well as understand the different impacts an
organic approach would have to Salt Lake City holistically. The Parks Division will work with Golf and Trails and Natural Lan ds
Divisions to adopt appropriate best practices and will have a sustainable weed management approach determined by next year.
Attachment #2: Contained in the attached PDF